Journal•ISSN: 1463-7154
Business Process Management Journal
Emerald Publishing Limited
About: Business Process Management Journal is an academic journal published by Emerald Publishing Limited. The journal publishes majorly in the area(s): Business process & Business process management. It has an ISSN identifier of 1463-7154. Over the lifetime, 1410 publications have been published receiving 63878 citations. The journal is also known as: BPMJ.
Topics: Business process, Business process management, Business process modeling, Business process reengineering, Artifact-centric business process model
Papers published on a yearly basis
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TL;DR: Through a comprehensive review of the literature, 11 factors were found to be critical to ERP implementation success – ERP teamwork and composition, change management program and culture, top management support, business plan and vision, and appropriate business and IT legacy systems are found.
Abstract: Enterprise resource planning (ERP) systems have emerged as the core of successful information management and the enterprise backbone of organizations. The difficulties of ERP implementations have been widely cited in the literature but research on the critical factors for initial and ongoing ERP implementation success is rare and fragmented. Through a comprehensive review of the literature, 11 factors were found to be critical to ERP implementation success – ERP teamwork and composition; change management program and culture; top management support; business plan and vision; business process reengineering with minimum customization; project management; monitoring and evaluation of performance; effective communication; software development, testing and troubleshooting; project champion; appropriate business and IT legacy systems. The classification of these factors into the respective phases (chartering, project, shakedown, onward and upward) in Markus and Tanis’ ERP life cycle model is presented and the importance of each factor is discussed.
1,433 citations
TL;DR: Managing a successful CRM implementation requires an integrated and balanced approach to technology, process, and people.
Abstract: Customer relationship management (CRM) is a combination of people, processes and technology that seeks to understand a company's customers. It is an integrated approach to managing relationships by focusing on customer retention and relationship development. CRM has evolved from advances in information technology and organizational changes in customer‐centric processes. Companies that successfully implement CRM will reap the rewards in customer loyalty and long run profitability. However, successful implementation is elusive to many companies, mostly because they do not understand that CRM requires company‐wide, cross‐functional, customer‐focused business process re‐engineering. Although a large portion of CRM is technology, viewing CRM as a technology‐only solution is likely to fail. Managing a successful CRM implementation requires an integrated and balanced approach to technology, process, and people.
1,246 citations
TL;DR: A comprehensive review of the research literature (1990‐2003) concerning ERP systems is presented and proposals for future research are formulated to identify topics where fruitful opportunities exist.
Abstract: Enterprise resource planning (ERP) system solutions are currently in high demand by both manufacturing and service organisations because they provide a tightly integrated solution to an organisation's information system needs. During the last decade, ERP systems have received a significant amount of attention from researchers and practitioners from a variety of functional disciplines. In this paper, a comprehensive review of the research literature (1990‐2003) concerning ERP systems is presented. The literature is further classified and the major outcomes of each study are addressed and analysed. Following a comprehensive review of the literature, proposals for future research are formulated to identify topics where fruitful opportunities exist.
828 citations
TL;DR: In this paper, the authors describe an integrated, process-oriented approach for facing the complex social problem of workers' resistance to ERP, and propose an integrated approach to deal with this problem instead of reacting to it.
Abstract: When implementing an enterprise resource planning (ERP) system, top management commonly faces an unwanted attitude from potential users – for one reason or another, they resist the implementation process. Top management should, therefore, proactively deal with this problem instead of reactively confronting it. In this paper, I describe an integrated, process‐oriented approach for facing the complex social problem of workers’ resistance to ERP.
667 citations
TL;DR: The most significant finding is the lack of research that has focused on the identification of CSFs from the perspectives of key stakeholders and there appears to be much variance with respect to what exactly is encompassed by change management, one of the most widely cited CSFs.
Abstract: Purpose – To explore the current literature base of critical success factors (CSFs) of ERP implementations, prepare a compilation, and identify any gaps that might exist.Design/methodology/approach – Hundreds of journals were searched using key terms identified in a preliminary literature review. Successive rounds of article abstract reviews resulted in 45 articles being selected for the compilation. CSF constructs were then identified using content analysis methodology and an inductive coding technique. A subsequent critical analysis identified gaps in the literature base.Findings – The most significant finding is the lack of research that has focused on the identification of CSFs from the perspectives of key stakeholders. Additionally, there appears to be much variance with respect to what exactly is encompassed by change management, one of the most widely cited CSFs, and little detail of specific implementation tactics.Research limitations/implications – There is a need to focus future research efforts...
659 citations